C.2 Validating Survey. C.2.1. Questionnaire / Methodology

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1 C.2 Validating Survey C.2.1. Questionnaire / Methodology A second local survey was held in February The survey was developed by SSL/IPTS in order to gather additional information on critical needs and priorities in the priority areas, and to complement the baseline assessment exercise. In contrast to the first questionnaire of October 2010, which aimed at collecting the opinions of the public on which are the priorities regarding local development, the second questionnaire focused on receiving an institutional and expertise feedback from the institutions, which were in charge of addressing the priorities identified by the SG. By having open, semi-structured questions (with precise options to choose), the aim was to see whether the actions proposed were the appropriate ones. The sample was institutional in the sense that it included representatives from all local institutions (stakeholders both from local institutions, business groups and civil society). This was also a way to increase the participatory approach by including in the project all those local experts/institutions not part of the SG. The open questions aimed also at collecting some qualitative information in order to have a clearer picture of the socioeconomic situation at the local level considering the lack of available data. The open questions and the sample of questionnaire were the result of the need to expand the participatory approach to local stakeholders, to collect feedback for our strategy and to collect additional qualitative data. The sampling approach for the selection of respondents was as follows. Four respondents were randomly selected from each of the six categories of representatives (municipalities, branches of central government offices; chambers of commerce, business development organizations; farmers, and representatives of agricultural associations; hotel and restaurant owners and other tourism operators; higher education organisations (universities, technical schools); training providers). Some minor exceptions are possible with regard to small municipalities. The country sample is, however, equally distributed amongst the six groups, and age and gender are also equally distributed among the sample. Questionnaire Question 1: (Open question) What would be for you an attractive label (a logo with a slogan) for the Drina-Tara region that could be used to promote local products, tourism in the area, and attract investment? Question 2a: What do you think are the potentials of the following tourism products in your municipality? Spa tourism; Special adventure sports tourism (paragliding, rafting, climbing ); Summer mountain tourism: hiking, camping; Winter mountain tourism; Cultural tourism, religious and patrimonial or local traditions (food etc); Rural tourism staying farms/rural facilities. (Open follow-up question) Are there any other potential tourism products in your municipality? Question 3a: 95

2 What are in your opinion the important activities to be undertaken in order to realise the potentials in tourism? Utilise biodiversity and natural resources for tourism Increase environment protection Promote regionally labelled food and beverages Promote organic food production as a means to attract tourists and increase trade of food Increase collaboration in managing the assets of the Drina-Tara Park or other parks in the region (BiH and Montenegro) Joint tourism signage in the entire region Joint institution and website and other promotion material (brochure) to increase the attention on tourism possibilities in the Drina-Tara region Increase the quantity of hospitality services Increase the quality of hospitality services Increase accessibility to the Drina-Tara region including public transport possibilities to better connect different parts of the region Question 3b: Are there any other, not listed here, important activities that need to be promoted to realise the potentials in tourism? Please name the two for you most relevant activities. In an earlier questionnaire, agriculture was identified as offering key potentials for local development in the Drina-Tara region. Extra question: What do you think are the potentials of the following agri-food sectors in your municipality? Fruit Dairy Meat products Honey Extra question: Are there any other potential agri-food sectors in your municipality? Question 4a: What are in your opinion the important activities to be undertaken in order to realise the potentials of the agri-food sector and rural developement? 96

3 Improve the skills level of the agricultural workforce (i.e. technical: pest/fertiliser/soil management skills; and/or organisational/businessrelated/entrepreneurial skills, including market-oriented/supply chain-related knowledge to be acquired?); Improve the endowment of physical capital (machinery) of agricultural production specify: tractors? Irrigation systems? Storage facilities? Improve market infrastructure for local sales what type? In terms of location of local markets? Facilities on site? Roads? name the roads Improve market infrastructure for national sales (i.e. associations?) Improve market infrastructure for international sales (i.e. networks?) Promote organic food production give an example of the particular good Increase linkages between the tourism and agricultural industry give example Improve local rural public infrastructures and services other than transport (e.g. water access) Improve the transport infrastructure (roads, transport) specify the road or transport mean-. Question 4b: Are there any other, not listed here, important activities? Please name the two for you most relevant activities: Private sector development business creation and growth of existing firms Question 5a: What are in your opinion the important activities to be undertaken in order to realise the potentials? Create awareness amongst the young, highly skilled and talented (e.g., university graduates) about entrepreneurial opportunities in the Drina-Tara region / how? Through a conference, a website, local meetings? Support business creation by young, highly skilled and talented (e.g., university graduates) building an incubation centre? What else? Increase links between research (also in very applied contexts, such as agricultural production) and existing firms identification of key research topics or potential connections? What is the need they have? Specific seed to cope with agro-climatic constraints? Facilitate the placement of university graduates and young researchers in local firms Increase access to finance for SMEs (guarantee funds, subsidised loan schemes) Provide training for SME managers could think of specific courses / needs Provide training for SME staff language writing skills? 97

4 Facilitate diaspora investment in local businesses Question 5b: Are there any other, not listed here, important activities? Please name the two for you most relevant activities: Question 6a: What are in your opinion the important activities to be undertaken in order to realise the potentials of natural resources for local development? Improve waste collection Improve waste management Improve the protection and conservation of biodiversity Improve water sewage treatment Improve river and springs protection Increase eco inspection and other forms of law enforcement Question 6b: Are there any other, not listed here, important activities? Please name the two for you most relevant activities. Figure 1 Profile respondents per municipality 98

5 Figure 2 Gender of respondents per municipality Figure 3 Age of respondents per municipality 99

6 C.2.2. Results a. Slogan/Logo Question 1: What would be for you an attractive label (a logo with a slogan) for the Drina-Tara region that could be used to promote local products, tourism in the area, and attract investment? On the first question of validating survey concerning the options for an attractive label to promote the Drina-Tara region and local products (question 1), many respondents chose a label with correlations to the region s agricultural and natural resources. Most respondents from Serbia referred to the Tara Mountain and the Drina river as main symbols. One respondent from Uzice, for instance, formulated the slogan River, mountain, Drina & Tara: Green Embrace. Another respondent from Uzice argued for River and mountain - Harmony of untouched nature. A respondent from Prijepolje came up with: Two rivers, together for a better future. Equally, respondents from Bosnia-Herzegovina mostly invoked the natural resources of the region, but some also pointed to the promotion of agriculture and organic food as a main symbol, as conveyed in the slogan Live and eat healthy (Bratunac). In any case, most of the slogans or logos proposed reflected tourism, natural resources and agriculture as key aspects. b. Priorities Priority 1: Tourism Question 2a: What do you think are the potentials of the following tourism products in your municipality? 100

7 Figure 3 Improvement of activities to stimulate tourism (total score per answer, divided by municipality) 101

8 Figure 4 Survey response regarding various types of tourism (total score per answer, divided by tourist sector) 102

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10 Figures 5a-5d Survey response regarding various types of tourism (percentage response per answer, divided by municipality) 104

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16 Question 3a What are in your opinion the important activities to be undertaken in order to realize the potentials in tourism? Figure 6 Most important tourism-related activities to be developed (total score per question, per municipality) 1 1 The average score corresponds to the weighted average of the responses values weighted by their number of occurrence, where the value of "very important"/"high" is 2, "Important"/"high but too many barriers" is 1, "not important"/"low" is -1 and "don't know" is

17 Figure 7 Most important tourism-related activities to be developed (total score per question) 111

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22 Figures 8a-8j Survey response regarding various types of tourism (percentage reponse per answer, divided by municipality) 116

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32 Priority 2: Agriculture and Rural Development Extra question What do you think are the potentials of the following agri-food sectors in your municipality? Figure 9 Potentials of distinct products in the agri-food sector and rural development (total score per municipality and per type of answer) 2 2 The average score corresponds to the weighted average of the responses values weighted by their number of occurrence, where the value of "very important"/"high" is 2, "Important"/"high but too many barriers" is 1, "not important"/"low" is -1 and "don't know" is

33 Figure 10 Potentials of distinct products in the agri-food sector and rural development (total score per agricultural sector) 127

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35 Figures 11a-11d Survey response regarding different agricultural products (percentage response per answer, divided by municipality) 129

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39 Question 4a What are in your opinion the important activities to be undertaken in order to realise the potentials of the agri-food sector and rural development? Figure 12 Potentials of distinct activities in the agri-food sector and rural development (total score per municipality and per type of answer) 3 3 The average score corresponds to the weighted average of the responses values weighted by their number of occurrence, where the value of "very important"/"high" is 2, "Important"/"high but too many barriers" is 1, "not important"/"low" is -1 and "don't know" is

40 Figure 13 Potentials of distinct activities in the agri-food sector and rural development (total score per type of answer) 134

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45 Figures 14a-14i Potential activities regarding the agri-food sector (percentage of respondents per answer, divided by municipality) 139

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54 Priority 3: SME and entrepreneurship development Question 5a What are in your opinion the important activities to be undertaken in order to realise SME and entrepreneurial potentials? Figure 15 Potential activities regarding SME and entrepreneurship (totale score per answer, divided by municipality) 4 4 The average score corresponds to the weighted average of the responses values weighted by their number of occurrence, where the value of "very important"/"high" is 2, "Important"/"high but too many barriers" is 1, "not important"/"low" is -1 and "don't know" is

55 Figures 16 Potential activities regarding SME and entrepreneurship (total score per answer) 149

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59 Figures 17a-17h Potential activities regarding SME and entrepreneurship (total percentage, per answer, per municipality) 153

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67 Priority 4: Environmental protection Question 6a What are in your opinion the important activities to be undertaken in order to realise the potentials of natural resources for local development? Figure 18 Potential activities regarding the environmental (total score per answer, divided by municipality) 5 5 The average score corresponds to the weighted average of the responses values weighted by their number of occurrence, where the value of "very important"/"high" is 2, "Important"/"high but too many barriers" is 1, "not important"/"low" is -1 and "don't know" is

68 Figure 19 Potential activities regarding the environment (total score per answer) 162

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70 Figures 20a-20f municipality) Potential activities regarding environmental protection (percentage response per answer, per 164

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77 ANNEX D Vital Statistics of the Drina Tara Region ( ) 171

78 ANNEX D: Vital Statistics of the Drina Tara Region ( ) Source: Statistical Yearbooks 172

79 Source: Statistical Yearbooks 173

80 Source: Statistical Yearbooks 174

81 Source: Statistical Yearbooks Montenegro 175

82 Source: Statistical Yearbooks Source: Statistical Yearbooks 176

83 Source: Statistical Yearbooks Bosnia Herzegovina Source: Statistical Yearbooks 177

84 Source: Statistical Yearbooks 178

85 Source: Statistical Yearbooks Source: Statistical Yearbooks 179

86 Source: Statistical Yearbooks Source: Statistical Yearbooks Source: Statistical Yearbooks 180

87 Source: Statistical Yearbooks 181

88 ANNEX E Experience of CSO's youth programmes in Serbian Municipalities of the Drina Tara Appraisals of local agents 182

89 ANNEX E: Experience of CSO's youth programmes in Serbian Municipalities of the Drina Tara Appraisals of local agents Uzice In Uzice, civil society organizations focus on vulnerable groups such as refugees and internally displaced persons, persons with disabilities, including children and youth, persons with disabilities and so on. More and more in everyday life we are witnessing the activities implemented by organizations engaged in protecting women, promoting women rights through education, health and economic programs,. As for the young, they participate in the areas defined by the national strategy for youth (education, environmental protection, activism, safety, leisure, information). But young people are only fictitiously included in decision-making in Uzice, because institutions that have to deal with young people do not do that. This is one of the last municipalities in the country that created the office of youth but, the coordinators there have no office, no budget, no phone... Despite this, It is important to note the establishment (in march 2011) of an Umbrella organization which will gather 7 NGOs dealing with youth issues. Cajetina In this municipality there is an NGO "Zlatibor Circle", which, in support of the Ministry of Youth and Sports, in the period implemented several projects for youth, including the establishment of youth organizations CMOK, which has been an active partner with Zlatibor Circle in youth activities for several years. Part of this project was the establishment of the Office for Youth, which is now independently and in cooperation with the "Zlatibor Circle"and local institutions organizing youth programs. NGO's took part in the Balkan Community Initiatives Fund project in "We are in the program" aimed at strengthening activism of youth. They launched several local media projects: Youth Radio show, which aired every Saturday and Youth newspaper that have come out once a month. In 2009, representatives of "Zlatibor Circle" also participated in the process of developing the Local Action Plan for Youth, adopted by parliament in January This NGO is particularly encouraging youth volunteering, which is also part of prevention of socially unacceptable behavior, violence and juvenile delinquency. Members of "Zlatibor Circle" are also members of the Council for Gender Equality, Council for Social Policy of Cajetina municipality. Priboj According to the results of the conducted programs of the Local action plan, young 183

90 people have participated in most of the following areas: Culture: Some innovations were introduced in this field, such as the theater section of young amateurs who, with the assistance of the Office for Youth, realized theatrical performances and thus enrich the cultural offer to citizens. The Office for Youth has made archaeological sites in the function of a basis for developing educational programs for youth. Sport: an extraordinary turnout of young people in amateur tournaments and school sport. Education: noticeable interest of participants in various aspects of informal education and youth influence on the content and quality of the education process. To a lesser extent, young people are involved in the field of health and social welfare, economics and the field of youth entrepreneurship. Due to the extremely weak market and a weak business sector young people seek their opportunity in larger cities, so interest of young people in this area is net. In the scope of local government, the young seem quite indifferent, except when they are in political parties. They think that the local government, but also the school system and other institutions do not take them into account so their participation in decisionmaking process. For example, the Office for Youth was able to arrange an "empty chair" at the Assembly of municipality so that young people had a right to express their views and to participate in some discussions but not to decide and vote. Therefore, response of young people to engage and express their opinion was very small. Ljubovija Young people are not active in any area, except business sector. A major problem is the young people are leaving from Ljubovija and those who remain act passively. Young people could participate and do a lot in terms of cultural life, sports and promotion of healthy life in this municipality. They could deal with the protection of their environment, only if they wanted to. Source: SG / Local coordinators SSL 184

91 ANNEX F: Individual fiches per municipality on local strategy documents & donors in the area 185

92 ANNEX F: Individual fiches per municipality on local strategy documents & donors in the area Ljubovija Local Strategy Municipality/city Municipality of Ljubovija Contacts: Tel , ptt.rs Country Republic of Serbia cordinates Geodetic latitude: 44,05-44,19, longitude: 19,17 19,37. Region Mačvanski County ha Area Population (Census 2002.) Main industries Agriculture Local strategic paper Duration Main strategic Increasing employment of local population in development of development agriculture, tourism, environment protection and ecology areas: Development of healthy environment and increased utilization of natural resources (potentialls) Donor Map not available (currently there are no donors) 186

93 Užice Local Strategy Municipality/city City of Užice Contacts: Address: Dimitrija Tucovića br.52 Tel: , Fax: Web: Country Serbia cordinates Southeast Europe Geodetic latitude from ' to ' N; geodetic longitude from ' to E Region Zlatibor District Area 667Km2 Population Main industries Metalprocessing industry Agriculture Tourism Local strategic paper City of Uzice development programme Duration Main strategic development 1. Demographic policy areas: 2. Economy ( entrepreneurship, rural development, tourism ) 3. Environment protection 4. Transport and infrastructure 5. Education 6. Health 7. Culture 8. Sport 9. Intermunicipal and regional 10. Local selfgovernment development Donor Map 1. EU Delegation--Operating Grant to enhance operations of Regional Development Agency Zlatibor (ZRDA)- Location of project: Zlatibor Region. 2. SDC-Swiss Agency for Development and Cooperation- The Private Sector Development in South-West Serbia 3. Program Geographical Information System-60% Local Government and 40% SDC 4. EU-CBIB (Cross Border Institution Building-IPA)-Support youth entrepreneurship 5. EU Delegation-Construction of building for protected housing 6. EU Delegation-(Exchange 3)-Municipal Cultural Centre 7. Construction of regional landfill Duboko -European Bank for Reconstruction and Development, Delegation of European Commission, The Government of Sweden through SIDA Agency approved a grant for the rehabilitation of landslides and French Government 8. CBC SRB-MNE-Public utility Company Nikšić and Public utility Vodovod Užice-Development of Geographic Information system (GIS) of water supply and severage network 9. CBC SRB-MNE- Public utility Company Nikšić and Public utility Vodovod Užice-Reduction of loses and optimisation of water supply system 10. Edcation for Sustainable Development in the Western Balkans-the Government of Finland 11. IPA CBC SRB BiH- Youth leadership in social cohesion and cross-border cooperation, Uzice Child Right Centre and Foundation for Creative Development 187

94 Čajetina Local Strategy not available Donor Map SDC-Swiss Agency for Development and Cooperation-The Private Sector Development in South-West Serbia IPA CBC SRB MNE Construction o laboratories for microbiological testing of milk EU (Exchange 3) GIS-A Key to Development of New Zlatibor 188

95 Priboj Local Strategy not availalbe Donor Map 1. SDC-Swiss Agency for Development and Cooperation- The Private Sector Development in South-West Serbia 2. IPA CBC SRB BiH-Ecological Binoculars-Municipalities Priboj and Rudo 3.IPA CBC SRB BiH-Lim International Biathlon Priboj-Rudo (Setihovo)-TO Priboj and Municipal development Agency Rudo 189

96 Prijepolje Local Strategy Municipality/city Main industries Prijepolje Food industry, textile industry, wood industry Local strategic paper Strategy of sustainable development Prijepolje Duration Vision of local government The Municipality is healthy, for the life of an attractive and well organized community with a good environment for a uniform socio-economic progress with respect to ecological principles, principles of multi-ethnicity and the rights of citizens. Main strategic development areas: General goal 1: Improve the economic development of the municipality Specific objective 1: Improving the development of small and medium enterprises and shops Specific objective 2: Improvement of agricultural Specific objective 3: Improve development tourism Specific objective 4: Attracting investment and creation of positive business climate General goal 2: Improvement of existing and construction of new infrastructure Specific objective 1: Making spatial planning and investment technical documentation Specific objective 2: Promotion and development of community and traffic infrastructure in urban and suburban area Specific objective 3: promotion and development of traffic and utilities infrastructure in rural area General goal 3: Environmental protection and use of natural resources Specific objective 1: Institutional support in the field of environmental protection Specific objective 2: Education of citizens on the promotion and preservation of environmental Specific objective 3: Management of municipal waste and other Specific objective 4: stimulus green economy Specific objective 5: Protection of biodiversity General goal 4: Social development and management in public sector Specific objective 1: Improving the work of municipal administration and public enterprises and institutions Specific objective 2: Improving social and health care Specific objective 3: Capacity building for the development and promotion of education, culture and sports Specific objective 4: Improve and promotion of cultural and historical heritage Specific objective 5: Strengthen civil society and involving citizens Donor Map 1. SDC-Swiss Agency for Development and Cooperation- The Private Sector Development in South-West Serbia 2. IPA CBC SRB BiH-Eco centre Čajniče-Municipalities Prijepolje and Čajniče 3. IPA CBC SRB MNE-Sustainable tourism for Equal Opportunities-Municipalities Prijepolje and Berane 4. The Municipality in cooperation with the municipalities of Nova Varos and Priboj - project "Development of the business climate through increasing the capacity of the Office of local economic growth municipalities in Nova Varos, Priboj and Prijepolje. Owner of the project is the municipality of Nova Varos. In addition to education and professional training ward will get the equipment necessary for work and have the opportunity to meet with municipalities in Slovenia, which is successfully dealing with local economic development. The project is funded by the European Union. 190

97 Pljevlja Local Strategy not available Donor Map 1. IPA CBC SRB MNE - Sustainable Biking Development IPA CBC BIH MNE - Growing Sustainable Practices for protection, promotion and management of natural resources Support to Local Self Government Reform : Municipal Development Grants for Small Infrastructure Projects - Modernizing Parking Infrastructure (Provisionally selected) USAID funded Local Economic Development in Northern Montenegro Program

98 Bijelo Polje Local Strategy not available Donor Map 1. TICA-Turkish International Cooperation and Development Agency-Construction of primary school in the village Godijevo 2. The World bank for development-reconstruction of the health centre 3. European Agency for Development-Reconstruction of the Cultural Centre 4. CHF International-Reconstruction of the Local Centre Rasovo 5. CHF International- Asphalt road Gubavac-Bistrica 192

99 Bratunac Local Strategy: Bratunac Strategy The vision of the municipality is based on achieving the following values: 1. Valuing education and skills development, 2. Promotion of new technologies, 3. Infrastructure 4. Tourism, 5. Recognition of the private sector and agriculture as the major and leading power in employment, 6. Natural wealth STRATEGIC OBJECTIVES In accordance with the future vision of the municipality, identified the following strategic objectives: Strategic bjective 1: Improve Infrastructure Strategic bjective 2: Improve working conditions for local government Strategic bjective 3: Improve agricultural production Strategic bjective 4: Strategic bjective 5: Strategic bjective 6: Increase the level of employment through the encouragement of private enterprise Tourism Development Improving interpersonal relationships and mutual respect and tolerance among citizens DEVELOPMENT THROUGH STRATEGIC DIRECTIONS Agricultural land, non-metal minerals, waterways and forests, as natural resources, whose exploitation does not require large investments finansijaka, are very important direction of strengthening the activities in terms of agriculture, livestock, production of building materials, forest exploitation and wood processing. Bearing in mind that in the municipality there is a long-standing tradition in these sectors, one of the first steps in their revival of the rehabilitation, reconstruction and putting into operation of neglected and abandoned facilities (fertile land, mini farm, purchase stations, orchards and malinjaci, separation and brickyard, sawmill and wood processing plants). However, construction of small processing facilities and food processing plants, would create, along with modest investments, multiple positive effects, expressed by reducing the high unemployment rate, and finalization of the product would allow the market realizes higher profits than the sale 193

100 of raw materials and intermediate goods, with special emphasis on organic production and orientation to provide a healthy safe food. Since the above does not exhaust the natural resources only in its use-value, the next strategic priority is the development of tourism and catering. Given that tourism is developed any form (hunting, fishing, spa, sports and recreation, rural, transit or other) is inconceivable without a high level of infrastructure, activities should be directed towards reconstruction and modernization of road network (local paving gravel roads and rehabilitation of main roads), solving the problem of waste and storm water in the county, and in particular to prevent further spillage of sewage system in the Drina River through the construction of the collector, then to the repair depot, raising environmental awareness, and to rebuild facilities and expansion of tourism offer, the development of complementary activities (modernization of border trade, service and craft facilities, transportation, and enrichment of cultural and artistic events in the city, creative and artistic expression). Bratunac Donor Map not available 194

101 Milići Local Strategy: FROM VISION TO OPERATIONAL OBJEKTIVES VISION M il ici m u ni cipali ties w ill th yea r to b e a m o d ern, ec on o m i cally d evelo p ed an d sp atial ly reg u lated co m m un ity t hat w ill feature a high degree of d evel op m ent of so cial serv ices, effec tiv e lo cal ad m in istratio n, b u ilt th e n eces sary in frastru ctu re, en vi ro n m en t an d eco log ical ly clean protected in accordance w ith European standards and the environm ent based on civil a nd democratic principles, human rights and good inter-ethnic tolerance. Strategic objektives Strategic objektive 1. Econom ic Development and Em ployment Strategic objektive 2. In fras truc ture an d environmental Environment Strategic objektive 3. Education, culture and sports Strategic objektive 4. Social and health p rotectio n Strategic objektive 5. Public adm inistration and civil society Operational objectives Operational objektive 1. By the end of in creating the conditions an d in s titu tion al frame w ork for ec onom ic development Operational objektive 2. By the end of The improved economic development subjects and increased employment by 30% in th is s ecto r O p eratio na l ob je kti ve 1. By the end of The m u n icip alities w i th water supply c om p letely res olv ed, b u ilt a sew ag e sy stem and purification of w aste and sewage O p eratio na l ob je kti ve 2. By the end of was b u ilt 3 5 k m asp halt ro ad s, asp h alt all th e streets, proper m ain ten an ce grave l roads, built b rid ges, p ark ing lo ts a nd oth e r in fr a st ru c tu r e Operational objektive1. By the end of The educational p roces s at all lev els of education in accordance w ith ed uca tion al stand ard s Operational objektive2. By the end of The infrastructure o f cu ltu re in th e fu nction and qu ality o f cu ltu ral activ ities in accordance w ith th e need s o f citizen s O pe ra tio na l objektive 1. By the end of The improved health ca re an d q u ality o f s erv ices in ac cordance w ith the Law on Health Care O pe ra tio na l objektive 2. By the end of The strengthened ca pacity of the C entre for S ocial W elfare, improved social protection, social map updated Operational objektive 1. By the end of The loc al go v ern m en t is full y fun cti on al citizen s, and public financial management, municipal property and local d evelo p m en t i s fu lly co m p lian t w ith legi slati on Operational objektive 2 By the end of The strengthened capacity of civ il so ciety to p arti cipa te activel y in p ub lic affairs Operational objectives Operational objektive 3. By the end of The im p rov ed a gricu ltu ral production and processing of agricultural products Operational objektive 4. By the end of The improved tourism offer an d q u ality of to uris m serv ices O p eratio na l ob je kti ve 3. By the end of The fu lly dev elo ped sp atia l- planning docum entation O p eratio na l ob je kti ve 4 By the end of The p ro tected al l t he m ajo r sources of drinking water and regulated river beds Z. and S. Jadar odlagnja resolved the is su e of so lid w aste and strengthened c apacity for environmental p ro tectio n O p eratio na l ob je kti ve 5. By the end of The fu lly reco n stru cted low voltage network, reso lv ed the i ssu e of c en tral h eatin g an d t he issu e o f telecom m unications Operational objektive3. By the end of The provided material and tech n ical co nd ition s, repaired and upgraded sports facilit ies sp o rt s Donor Map not avaible 195

102 Srebrenica Local Strategy: Srebrenica Strategy VISION 2013th The Srebrenica will be a viable multi-ethnic community, social security, solidarity and responsible citizens, spatial planning governed, economically developed and coach attractive environment. STRATEGIC OBJECTIVES Our commitment is balanced development of municipalities 1. Strategic Goal: The community built on vrjednostima civil society Operational objectives 1.1. Building efficient, accountable and transparent public institutions, 1.2. Strengthening the capacity of educational institutions, 1.3. Strengthening the capacity of cultural and sports institutions and organizations Supporting the work of NGOs, 1.5. Strengthening institutional capacities in the field of health and social care 1.6. Better information and information flow, 1.7. Made a partnership of citizens, public, private and NGO sector, 1.8. Special care for the marginalized-vulnerable categories, 1.9. Construction of multi-ethnic and multi-religious tolerance, Caring for children, youth and young married couples, 2. Strategic objective: Spatial planning and environmental planning regulated environment with the developed Infrastructure Operational objectives 2.1. Development of spatial planning documents, 2.2. Ecological planning and development of environmental awareness, 2.3. Improving transport infrastructure 2.4. Electrification, 2.5. Improvement of municipal infrastructure, 2.6. Protection and use of water resources, 2.7. Construction of residential and commercial buildings, 2.8. Anti-mine activities 3. Strategic goal; developed successfully promoted tourism and cultural and historical heritage Operational objectives 3.1. The construction of tourism infrastructure and supply, 3.2. Revitalization of tourism (health, religious, memorial, sports rekrativni) 3.3. Promote tourism and cultural and historical heritage, 3.4. Strengthening tourism organizations and tourism agencies, 196

103 3.5. Designation and protection of cultural heritage sites, 3.6. Development of the private sector with travel offers, 3.7. Zoning hunting and fishing areas and the balance of game, 3.8. Healthy food, and Strategic Goal: Developed poljoprivredai rural area Operational objectives 4.1. Development and improvement of primary agricultural production, 4.2. Development of agricultural infrastructure, 4.3. Construction of processing facilities, 5. Strategic goal, created their own regional development Operational objectives 5.1. The construction of business zones, 5.2. Effective use of natural resources, 5.3. Strengthening the capacity of businesses, business associations and organizations, 5.4. Strengthening cooperation with relevant stakeholders at local, regional, entity, state and international levels, 5.5. Sub-legal solutions to development incentives and tax breaks, 5.6. Special economic status, 5.7. Capacity building and introduction of innovative technologies, Srebrenica Donor Map Not yet available 197

104 Višegrad Local Strategy: Višegrad strategy Development strategy of the municipality of Visegrad 2011th year is to arouse the interest of all stakeholders of development partner efforts because many issues have been resolved more efficiently, particularly in the better use of resources, attracting investment and joint design of projects for participation in the pre-accession EU funds. Key natural resources in the municipality as forests, water (rivers, springs, thermal water reservoirs), mineral resources for construction (limestone, dolomite, tuff, gabbro, rihječni sand, etc.).. natural and cultural-historical heritage. Visegrad city, who often visited by lovers of the world's cultural heritage and the narrow gauge railway from all over the world. Place in which to keep all the passing, as they welcome the cordial and friendly people with excellent food and beverage amenities and the unique program of healthy living in South East Europe. A municipality that motivates and supports company owners and entrepreneurs to expand their operations. Place that is happy to return the young and educated people leaving school. Environment that cares for its oldest citizens. Objective 1: Create a business environment to attract investment and create new workplaces Visegrad municipality plans to improve the operation it was responsible and which affect the affordability of the business environment. This primarily refers to the simplification and Transparency complicated bureaucratic procedures and rules. In addition, the municipality plans to improve the physical environment for business development by investing in the location and office space. Objective 2: The intensive development of tourism and agriculture The key elements essential for the development of tourism in Visegrad were: the person and work of Ivo Andric, Mehmed Pasha Sokolovic, narrow-gauge railroad Visegrad-Wet worse Spa Vilina hair. These are the sites and attractions that should be improved and trained to become the backbone of development and other forms of tourism, including the transit, since the Visegrad is situated in one of the major tourist routes of transit in the RS. In addition to the main tourism product, Visegrad municipality plans to work on the development of complementary forms turzma. Farms that opredjele for intensive production with emphasis on fruit and vegetables and livestock, provide consolidated financial and nonfinancial support. In order to support the development of tourism, it is necessary to work toward improving the local infrastructure, particularly rural. On the other hand, the infrastructure necessary for agriculture development, and thus to improve life in the country. Objective 3: Development of services tailored to the needs of citizens Visegrad municipality is committed to its citizens the services of high quality. In order to achieve this, the municipality plans to improve its administration and implementation of the program: The development of modern local government - human resources, processes and procedures. The municipality is planning over the next five years, improve services: primary health care, education of children, cultural services and to improve support for social integration of the population. To achieve this, the local government will enhance cooperation with civil society, in particular with those NGOs that can contribute to improving the quality of life of citizens. 198

105 Objective 4: Protection and preservation of the environment Protect and preserve the environment, requires the establishment of systematic monitoring (monitoring) state of the environment, environmental awareness podizanjea citizens, on the other hand solving "pressing" issues that were identified in this area in the Visegrad municipality, and construction of the missing and modernization of existing infrastructure (collectors, water, sewage, sanitary landfills). Donor Map not available 199

106 Rudo Local Strategy: Rudo Strategy Vision of the development of the Municipality Rudo until 2020: Rudo Municipality will through rational use of natural and economic resources to achieve sustainable economic growth with full employment, which will be guaranteed personal and material security of citizens and allowed a normal life with a secured social and health care, quality education, culture, sport and local government in service citizens. Objective 1: Using a favorable geographical position, the opening Municipalities for all types of cooperation, regional networking Objective 1.1: Continuous participation in the Regional Development Agencies (REDRIN, SERDA) Objective 2 (Environment): Environmental protection, natural resources, kullturno - of historical heritage and their rational use. Objective 2.1: Preservation and promotion of healthy environment Objective 3 (Economic Development): Economic Restructuring and revitalization of economic trends Objective 3.1: Raising economic activity Objective 4 (Infrastructure): Construction and building of infrastructure and housing standards in urban and rural areas. Objective 4.1: Construction, reconstruction and modernization of infrastructure Objective 5 (Social Development): Creating a stable socio-political climate and business environment. Objective 5.1: The introduction of modern standards in local governance Objective 2.2: Protection, use of replacement of natural resources Objective 2.3: Protection and use of cultural, historical and natural heritage Objective 3.2: Establishment of new and revival of the old business ties Objective 4.2: Organized approach to defining and managing housing in the municipality Objective 5.2: Strengthening the social activities of citizens in the function Donor Map not available 200

107 Goražde Local Strategy: Goražde Strategy VISIO N DEVELOPMENT GOALS OPERATIONAL OBJECTIVES Gorazde will to be economically developed, spatially regulated, environmentally clean and safe community where the continuous improvement of living standard of responsible public administration work in partnership with citizens. Development goal 1: Improve service quality and efficiency of public administration, and with the participation of citizens to enhance the capacity for partnership activities and management of local development. Operational objective 1.1. Until 2009, the building blocks, technical and human capacities of the municipal administration for quality service delivery, planning and management of local development. Development goal 2: Increase the employment rate of entrepreneurship development, attracting new investment, exploitation of natural resources, and stimulating agricultural development, rural tourism and excursion. Operational objective 2.1. By 2014, the increased number of registered legal entities and trades from the current 20 to 40 (per 1,000) Development goal 3: Ensure access to quality drinking void, improve regional planning and further develop transport, housing and infrastructure, and environmental. Operational objective 3.1. By 2014 for 90% of the population provided safe drinking water, 90% of households connected to public sewerage and water and other natural resources are protected from pollution. Development goal 4: Provide access to quality health and social care for all residents of municipalities, especially rural populations and vulnerable groups. Operational objective 4.1. By provided sufficient infrastructure, organization, personnel and technical capacities of institutions and NGOs in the field of social and health care. Development goal 5: Improve quality and ensure equal access to education for all children, and enable further development of cultural and sports life. Operational objective 5.1. In % of children enrolled in preschool education, with an increase of 10% every year. Operational 201

108 Operational objective 1.2. By In a developed capacity and quality partnerships between local communities, civil society organizations and municipalities, youth and women make up at least 1 / 3 of the working bodies of the MOH. Operational objective 2.2. By in the agricultural production, with 300 registered employees. Operational objektive 2.3. By In a developed infrastructure, software and human capacity in tourism. Operational objective 3.2. By in resolved the issue of solid waste in accordance with environmental regulations, improved soil protection and reduced risk of mines. Operational objective 3.3. By renovated housing, and secured the development and maintenance of an adequate network of road communications. Operational objective 4.2. By provided appropriate support to identified vulnerable population groups in the area of social and health care, and established a quality system communicating with residents about their rights. Operational objective 5.3. By 2010, provided economic and physical access, preschool, primary and secondary education for all, especially for the vulnerable and children from the remotest areas of the municipality. Operational objective 5.4. By system of education adapted to the labor market and general developments in the region and BiH. 202

109 Operational objective 3.4. By was adopted adequate spatial and urban planning documents, and started activities in the implementation of spatial planning. Operational objective 5.5. By in improved infrastructure, technical and human capacities of institutions and organizations in the field of sport and culture, especially in rural areas. Donor Map not available 203

110 ANNEX G: Original SWOT Analysis prepared by the Stakeholder Group 204

111 Annex G: Original SWOT Analysis prepared by the Stakeholder Group SWOT analysis of tourism STRENGTHS Good geo-strategic position and high frequency of cross-border circulation High valued historical and cultural heritage and multiculturalism in area Preserved nature in mountains, rural areas and water and thermal resources Hospitality and openness of local people High offer of tourism events Well-known tourism destinations in all three countries Access to health and domestic food Existence of local tourism organizations in all three countries Existence of tourism development strategies in all three countries WEAKNESSES Unmaintained and underdeveloped road and railway infrastructure Lack of advanced courses of study in travel and tourism The lack of tourism supra-structure within existing tourism destination The lack of high quality establishments with international standard facilities Inexistence of integrated tourism product of Drina Tara region The lack of tourism signage Old and ruined transport facilities in transport enterprises The lack of new tourism vocations Insufficient number of qualified tourist guides and tourist escorts Uncoordinated protection of cultural heritage The lack of standards in tourism offer Insufficient participation of cultural institutions in tourism offer Inexistence of DMO OPPORTUNITIES THREATS T O U R I S M Development of eco, ethno, mountain, spa and tourism based on special interests, Reconstruction of road infrastructure, regional airports an development of tourism infrastructure and supra- structure Potential of Drina and Tara rivers for tourism development Support to SMEs in tourism and hospitality services Trends in tourism market ( increased number of holidays/per year) Rural households are interesting to work in rural tourism for rural tourism Synergy of tourism and agriculture Donors interest to finance activities focused on tourism development Introduction of public-private partnership model in tourism sector. Lack of cooperation and coordination of activities in tourism sector Pollution of area caused by uncontrolled and unplanned construction activities The level of area protection( National Parks) could limit further tourism development More competitive destinations in surrounding Negative migration trends in rural areas Devastated cultural heritage Inadequate image of area 205

112 SWOT analysis of agriculture and rural development Strengths Weaknesses R U R A L D E V E L O P M E N T Natural resources (air, land, water, forests) The diversity of plant and animal species The richness of pure spring-waters and rivers The existence of geo-thermal resources The great diversity of terrain (plains and mountains) Large areas under the forests The diversity of plant life Large areas of arable land Good use of agricultural land Preserved and healthy nature in the villages Surface streams suitable for fishing and for others supporting touristic activities Large amounts of mineral mining The existing spa-centres and special nature reserves Preserved natural resources for the development of organic production Interest of local government towards the adoption of strategic documents and finding investors The interest of farmers for the introduction of new and modern production technologies An export-oriented region Developed infrastructure in the winter touristic centres Irresponsible attitude towards natural resources Fragmented land properties Out of date of the existing machinery Structure of land property is not suitable for intensive agricultural production Unused potential for rural tourism Undeveloped organic farming Low level of cooperation of agricultural producers with scientific institutions Unused potential for agricultural development Unused of water capacity (construction of minihydropower plants on small watercourses) Unused resources for the development of alternative branch of agriculture-beekeeping, herbs, forest fruits Unplanned and wild deforestation Contamination of soil and water due to the lack of rural landfills and sewage Soil pollution from uncontrolled use of agricultural protection measures (pesticides...) Awareness of the conservation of endemic plant species at a low level Unplanned construction in villages that spoils the appearance of the natural environment Low penalties for those who endanger the natural resources Low utilization of rivers for irrigation Lack of presence of professional and inspection services Lack of value added in agriculture, low levels of innovation of production Limited investment resources and the centralization of investment Poor quality of road network A small number of categorized accommodation facilities in rural households Poor coverage of radio and television signals and signals of mobile telephony in rural areas A small number of agricultural associations and cooperatives Weak financial power of farmers Low education of people in rural areas 206